You can use the search function to find a range of UK Finance material, from consultation responses to thought leadership to blogs, or to find content on a range of topics from Capital Markets & Wholesale to Payments & Innovation.
The Financial Conduct Authority (FCA) recently published its Market Watch 69, focusing on market conduct and transaction reporting shortcomings observed across the industry.
Link to FCA Market Watch 69
While these observations are beneficial, enabling firms to benchmark themselves against others and correct any shortcomings, it leaves open the question of what good really should look like.
While that is relative and depends on size and complexity of the firm and its business model – which the FCA clearly emphasises – in our experience there are still several practical approaches that would benefit any market surveillance function. We highlight the main ones below.
Market abuse risk assessments (MARA) have significantly increased in popularity. But ensuring they are scaled commensurate to the risk of the business remains a challenge for some. To ensure a robust approach to setting up a MARA we have three recommendations:
The FCA highlights a particular concern around firms not monitoring all orders and trades. There are two common causes for this that we see. The first is that trade surveillance function often isn’t part of the New Business Process. Secondly, there often isn’t a complete up-to-date mapping of order and trade flow from execution to surveillance. Such a map can easily highlight missing links and help ensure a complete view for Market Abuse monitoring.
The FCA clearly sets out potential conflicts of interest and potential areas for concern where surveillance responsibilities overlap and/or are not clearly delineated between front office and compliance. Surveillance works best when the different parts of the organisation, including front office and compliance are clear on their respective responsibilities with regards to surveillance –underpinned by policies and procedures that clearly delineate the interaction boundaries.
For smaller firms, the emphasis should distinctly be on managing conflicts of interest, underpinned by unambiguous policies to ensure and evidence that front office staff have been provided with clear advice.
In conclusion, we find that an effective surveillance function can be best achieved from a holistic starting point. Addressing surveillance in a tactical manner will inevitably lead to a sub-optimal capability and governance in the long run.
28.06.22
David Coolegem, Director – Head of GRC, Banking & Financial Services, UK&I, Cognizant
05.08.22
By downloading this document, you understand and agree that any sharing, distribution or republishing of the content, without prior written authorisation from the author or content managers at UK Finance, shall be constituted as a breach of the UK Finance website terms of use.